Senior managers’ perceptions of the competencies they require for effective performance: implications for training and development

By J. Hayes, A. Rose‐Quirie, Christopher W. Allinson. 2000

129 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d2dd9779868afcc3860b8649bf19a3bf0eb050ac

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. H. Cooper–Thomas

In Organizational Behavior and Human Resource Management

1. J. Brownell
2. H. Cooper–Thomas

In Social Psychology

1. J. Brownell
2. H. Cooper–Thomas

Citations in the corpus

• Confounded by Competencies? An Evaluation of the Evolution and Use of Competency Models (2005, background): “Hayes et al. (2000) argue that it may be impossible to break down a competency into an exhaustive list of elements.”
• Leading on land and sea: competencies and context. (2008, background): “…research stream explores the premise that effective leaders possess certain core competencies that contribute to their high performance (Adair, 1983; Bingham, 2005; Christou, 2002; Conger and Ready, 2004; Garavan and McGuire, 2001; Hayes et al., 2000; Jokinen, 2005; Mansfield, 1996; Viitala, 2005).”